Practise this conversation

How to hold an absence review meeting

Kind and clear, in the same sentence.

Callumtrade counter assistant at a DIY store, six years in

Callum is waiting for you

Before you go in

Callum’s six years in and good on the trade counter, and his absence score has hit the store’s trigger: five short absences in a year. You’ve booked half an hour for the first-stage review, and you’ve heard he’s ready for a fight.

Good luck.

Your goal

Hold a fair first-stage review with Callum: explain the trigger, find out what’s behind the absences, and agree clear next steps.

Practise: up to 8 turns, typed, about five minutes, then feedback from our AI coach. Your first go at this conversation is free. After that, one BOM Credit a go (packs from £3).

What you’ll practise

  • Explaining what the trigger is and what this stage means in plain words, without apologising for it.
  • Asking open questions about the causes and hearing the answer out.
  • Agreeing next steps, including taking HR’s advice if a health condition comes up.

Practice for reflection, not legal or HR advice. If it involves harassment, discrimination, health or safety, talk to HR or ACAS.

The full picture

Callum has worked at a DIY store for six years, mostly on the trade counter. The absence system has flagged him: five separate absences in twelve months, most of them a day or two, which puts his score over the store's trigger. Under the policy that means a first-stage absence review meeting with you, his supervisor. You've given him notice in writing and he knows what it's about.

He's a solid worker and good with trade customers. He's also been short with you all week, and a colleague told you he's "not going to take it lying down". You've booked the training room for half an hour. You want to explain the policy properly, hear what's behind the absences, and agree what happens next, fairly.

Why it's hard

The score makes it feel automatic, so it's tempting to read out the policy and hand him a target. He'll hear that he's a number and dig in. Go the other way, apologise for the system and promise it doesn't matter, and you've undermined a policy you'll need to use again. The skill is to explain the trigger plainly as a process, not a verdict, then genuinely explore the causes. Sometimes there's something underneath, like a long-term health condition, that changes what the right next step is. When that happens your job isn't to decide in the room. It's to pause, take advice from HR and come back to him.

Average absence has reached 9.4 days per employee a year, the highest in more than 15 years.

CIPD with Simplyhealth, Health and wellbeing at work, September 2025

Two-thirds of managers say they're uncomfortable communicating with the people they manage.

Lou Solomon, Harvard Business Review, March 2016 (survey by Interact and Harris Poll)

What usually goes wrong, and what you'll practise

What usually goes wrong

  • "The system's flagged you, so I have to do this." You've told him you don't believe in it either.
  • Reading the policy aloud for five minutes before asking him anything.
  • Hearing about a health condition and carrying straight on with targets, or deciding on the spot what the law says.

What you'll practise

  • Explaining what the trigger is and what this stage means in plain words, without apologising for it.
  • Asking open questions about the causes and hearing the answer out.
  • Agreeing next steps, including taking HR's advice if a health condition comes up.

Read before you practise

Questions people ask

How do I hold an absence review meeting?

Give notice and keep it private. Explain plainly what the trigger is and what this stage means. Ask about the reasons behind the absences and listen. Agree what happens next: expectations, support, and a review date. Follow your own policy, and write it down.

What is an absence trigger or Bradford Factor score?

Many employers use a score that weighs how often someone is off as well as for how long, so several short absences score higher than one long one. Hitting the trigger usually starts a review stage, not a punishment. Your own policy sets the numbers.

What if they have a health condition or disability?

Pause before deciding anything. A long-term condition may be covered by disability law, which can mean reasonable adjustments or discounting some absences. Thank them for telling you, then talk to HR before the process goes further. In the UK, ACAS has free guidance on absence and disability.

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